Category: Interviews

Becoming general counsel was actually not anything I ever planned. What led me here was a series of jumping on opportunities and being willing to take a few risks along the way.

After law school, I clerked for a judge, then I was at a law firm for a couple of years, and then I went to the District Attorney’s office. I always wanted to be a trial lawyer, and I really loved the criminal side of law. I thought I would be a prosecutor for the rest of my career.

But then, in 2008, my husband founded a software startup, and the condition of the investment was to relocate to Silicon Valley from Atlanta. We had to move at 30 days’ notice, which meant I had no opportunity to even register to take the California bar, much less study and pass it!

So we moved, and I got a position at Gibson Dunn. They did not have a strong presence in white-collar criminal defence and internal investigations in the Bay Area, and so I was very focused on that as well as a number of general litigation matters. I ended up really loving that experience, especially what I was doing on the white-collar and the internal investigations side. Over time, about half my job became advising clients on the effectiveness of their compliance programs and even helping them establish compliance programs.

One day, I received a call from a recruiter asking if I’d be interested in creating the compliance department at this new solar energy startup that was backed by Elon Musk. I absolutely loved it. l was at Solar City for three or four years and then, when the acquisition by Tesla happened, I was asked to take over and lead and create a formal compliance department for Tesla.

In the spring of 2017, once again a recruiter contacted me, this time about compliance for Credit Karma. I wasn’t quite sure that I wanted to make a move from Tesla but then, out of the blue, Kenneth Lin, Credit Karma’s CEO, asked if I would be interested in making a move to become their chief legal officer. I decided to take yet another leap of faith and do something that I had not done before.

On one side, as anyone coming into a new role will say, there’s an intense learning curve in getting to know the company. How does it operate? What are the specific challenges they face? What are all those different ways people do things? How are things structured that might be different from what you’re used to? And on top of all that, because it was my first time coming in to lead an established legal and compliance team, I had to get to know the team and what people were focused on and how I could best help.

Those are all challenges in any in-house role, but fintech is a highly regulated space, and we are in a hypergrowth period at the company. I was very fortunate to have worked with two companies previously that were both extraordinarily innovative and doing something very disruptive, and which were also going through hypergrowth phases. That was actually fairly familiar and it’s something I find very exciting – I don’t think I would have made a move if there was not that level of innovation and excitement here. I encourage myself and my entire team really to embrace the change, embrace the idea that we’re doing things people have not done before, and recognize that this presents really interesting challenges and once-in-a lifetime opportunities for attorneys and compliance professionals who are figuring out how do we do these things in a legal and compliant way.

The first thing that I have focused on has been really ensuring that we all, as a team, have an innovative mindset. A lot of folks in legal and compliance departments get a bad name as the ‘department of no’, where you’re trying to stop things or shut things down. What I’ve been very much encouraging my team to do when someone comes to you very excited about an idea, instead of having a knee jerk reaction of: ‘Oh we need to put the brakes on’, is to think: ‘How can I be a really great partner? This is an interesting idea, let me look into it, how can we make this happen in a legal and compliant way? What can we do to embrace that change, to walk with our business partners and help manoeuvre around potential landmines or blocks, so that we’re really in it together?’ Rather than setting up an environment where business partners feel that they have to push against legal and compliance or try to avoid us because we’re going to get in the way.

I see a lot of my role as being one of educating, be it our members, our regulators, our external business partners and others, about what it is we’re doing. Most of the consumer protection regulations in existence line up very perfectly with what we’re trying to do, and so that makes it fairly easy from that standpoint – we are trying to help people make sense of something that has traditionally been really complicated and confusing, and give people transparency and clarity in making financial decisions.

As far as looking at the current regulatory regime, oftentimes many of these laws were put into existence decades ago, well before anyone even thought about fintech, and before any of these things were even possible. How do we make sure that we are abiding by the spirit of the law? There’s much that is in a gray area, and that is actually really fun and interesting to think about – how do we set things up to make sure that we’re doing the right thing now and in the future?

Companies need people who understand the business inside and out, and the industry. They need people who understand how many of these complicated regulatory regimes intersect, and who can help navigate where laws are under development, or where there’s not a lot of consistency and clarity. People who can sit back and take a holistic view and help guide their executives and board on the ethical way to go, the safe way to go, and also make sure that we’re providing plenty of opportunities for the company to innovate, be creative and try things that are new.

I would say the other side of it is seeing your entire legal and compliance department as a business unit in itself, and thinking about how you can make sure that you’re building the right team, that you have ways of evaluating what the team is doing and how much value you are providing to your business partners. How you function with legal operations is another big area, and having that business sense and applying it to the entire legal and compliance function is critically important.

I think if I could go back and tell myself anything as I took on this role, it would be to trust myself even more and realize that everyone, especially in the tech space, is learning a lot as they go. There’s not a hard and fast playbook, and there’s not going to be a lot of tried and true lessons that they can plug and play. It’s important to not be afraid to ask what may seem like stupid questions. Really get in and be willing to roll up your sleeves and – especially if you’re working in the tech space – dig in and understand the technology. Don’t assume that anyone has already looked into something and don’t necessarily take something at face value. There may be a way of doing something that people have not thought of yet, or a different approach in how you design your products that could completely get rid of any potential legal risk. Just really focus on that creativity. That would be my advice – just be comfortable with the fact that no one has one this before and so it’s fine if you don’t necessarily know all the answers off the bat.

My path here was intentional, although the irony is I really was not a huge sports fan growing up. I really fell in love with it in college, and pretty immediately started working in sport. In a lot of ways, I’ve grown up in the business, so part of what I fell in love with was the business of sport as well as the game of football. I worked in sports media and communications before going to law school, and I entered Stanford with the goal of returning to sports.

My 1L summer, I asked the Raiders, for whom I had been a PR intern in college, if I could come back as a law clerk, which they were very gracious in allowing me to do. I went to law firm Akin Gump for my second summer, because I knew that partner Dan Nash did a lot of work for the National Football League (NFL). I worked at Latham & Watkins after I graduated, and then at the NFL League office in New York. The 49ers’ EVP of football operations, Paraag Marathe, got to know me from my work at the League, and he asked me if I would interview for a position they had just created here – which was director of legal affairs. There were a lot of people, including my own family, who said: ‘Oh that’s so nice to hear you’re going to interview – you’re never going to get that job!’

The team’s executive vice president, Patty Inglis, had created the position with a plan in place to groom me to eventually become the general counsel. The role grew as I created our external affairs department. Shortly thereafter, we added a risk management department. Last year, we aligned a number of departments to create our community impact team, which is a conglomerate of the 49ers Foundation, community relations, 49ers Prep (which runs free youth football camps and flag football leagues), our STEAM education program (where we invite in 60,000 kids a year to get them excited about science, technology, engineering, arts and math through football), external affairs, fan engagement, and the 49ers Museum.

My role as general counsel felt like a natural evolution. It was really the beginning of my time at the 49ers where the learning curve was the sharpest. There was so much I was doing on the business side that was unfamiliar to me. My first few months, I didn’t know if I would make it every day. I was here 10 hours a day – but I was growing.

Inglis and I were building the infrastructure of the legal department with things like a contract management system, while working to get Levi’s® Stadium built – so that was a really intense couple of years.

I received a lot of very good advice along the way to becoming general counsel from Inglis and other general counsel, such as to learn the business underlying each contract and therefore draft or negotiate a better agreement, and how to hone those contract-drafting skills.

Like many GCs, the struggle is in trying to step back and think strategically for the future, while not completely suffocating in the fires you need to put out every day. A lot of it is risk management, especially now in the current business environment – looking at the risk profile of various business decisions and determining what’s best for the organization both from a brand and revenue standpoint. As general counsel, we have a particular lens for seeing potential downsides and evaluating their likelihood and severity.

As a general counsel, more of your role becomes about leading other people than about being a really expert attorney in a traditional, technical sense. It becomes more about soft skills and your ability to manage and lead attorneys and non-attorneys alike. My advice to people who want to become general counsel would be to develop the ability to teach and lead others, and to communicate with and influence peer departments in the business. We don’t do a good enough job in training lawyers in those skills.

My proudest moment was during a challenging and difficult time in the business, and somebody who was in a position of power asked me: ‘What would you do if you were me?’ I think that’s ultimately the goal – it’s our role as the counselor, the consigliere, to develop that trust.

Another proud moment would be the opening of the Levi’s® Stadium. We put so much blood, sweat and tears into that, and it was a group effort of literally thousands of people – from architects, to financiers, to construction workers, to lawyers, to salespeople. You have this incredible communal feeling of hard work that pays off in a physical thing that you can actually see.

The difficult moments, when there’s turnover or change, where human livelihoods and families are involved – those are the most challenging moments in football. It can also be tough when public perception does not match the reality inside an organization. Thankfully I enjoy what I do, so it doesn’t diminish my love of the game, but that doesn’t mean that there aren’t hard days. When you’re having a tough season, it is hard on everyone, although obviously hardest on the players and coaches.

We do a lot of work at the intersection of football and science. One of the things that I didn’t foresee before I came to work here was how many software agreements we would enter into – there are a lot of really interesting companies that we partner with.

Even though the world is moving very fast in terms of technology, I don’t think the skills that we as in-house counsel have to exercise have changed that much. It’s about your skills at client service, at understanding the big picture, and then being able to communicate to others, particularly non-lawyers, what that big picture is and how the pieces fit together. And then, of course, having really excellent contract and drafting skills, strong negotiation skills, and being a good issue spotter.

Legal departments are often viewed as cost centres, but that’s unfair, because the deal doesn’t close without a lawyer doing the contract. We limit losses – both in business deals and in litigation. As general counsel, we struggle on that side of innovation – how do we demonstrate our value in a world that’s very based on metrics? That’s why a lot of us use things like contract management systems, to show how many contracts we’re turning out, and how quickly we’re turning them out.

When I think about real innovation, a lot of that is just the everyday problem-solving that lawyers do. That’s where I think lawyers are actually more creative than often people give them credit for.

Looking forward at the role of general counsel, I expect that, given the brand reputation issues that companies are running into, there will be a greater emphasis on the role of the GC as that internal watchdog. I’m always wary of the word ‘compliance’ because I think it has this connotation that you’re a paper pusher, whereas I think what really is required of the role is excellent judgement and ethics. People are going to be looking for a GC who has a strong moral compass and an ability to read situations and pick up on things – to not just make sure that you’re following things by the book, but that there is not something that is actually ripping at the fabric of the organization, even if you have checked all the technical boxes.

It will be interesting to see how much more independence the GC role ends up having. The extent that it’s subordinate to some other executive roles may limit its ability to be the check in the balance of powers – so it will be interesting to see that evolve.

After I finished law school, I got very interested in cities and urban policy and I started working for the City of New Haven. There was a large, environmentally contaminated, abandoned site in my neighborhood and I got interested in trying to develop it. I worked on the site for about three years – first while I was working for the City of New Haven and then when I was a fellow at NYU School of Law, at the Furman Center, which is an urban policy think-tank. But really, I knew that this real estate project was the kind of entrepreneurial project I wanted to do.

I had known the founders of Genius through friends, and then after a couple of years, they were basically like, ‘Hey! We’ve got a million problems, want to come work here?’ It was a much smaller company at that point, about 15 people. We were also just beginning the process of liaising with the music publishers who administer the rights for songwriters – and who are our core strategic partners. That was not anything I had experience with at the time, but the founders and I knew each other well, we trusted each other and we liked working with each other, and they wanted me to give it a shot.

But of course, at the time, I knew very little about the music industry, or what really running a company looked like, and so there was a ton to learn. I joined right as the NMPA [National Music Publishers’ Association] was (rightfully) cracking down on copyright violations with lyrics. We were in the process of formalizing our licensing relationships and introducing ourselves to critical partners like music publishers and songwriters, so it was important to get out there and really let everyone know that we were trying do the right thing, that we wanted to be collaborators, that we wanted to be creative together and make what we do good for everybody in the equation.

The experience I had doing the development project in New Haven was some of the most valuable experience I had coming in to Genius. There were a ton of legal dimensions – environmental clean-ups, deals with the state, zoning negotiations, etc – but I always had to have the bigger picture in mind as well, which gave me a sense of what it meant to make a whole project work.

I learnt the importance of real relationships and talking and meeting – getting to know your counterparties. It just can’t be underestimated how important that is and how valuable and satisfying it is to realise that you’re dealing with interesting, talented people on the other end and that you can hopefully work together to do cool stuff.

My first title was actually general counsel, but my role immediately went beyond the job description because a company of 15 people doesn’t traditionally have a general counsel. So at the beginning, I was also running finance, HR and facilities operations. Over the years, and as the company has grown, I’ve helped establish key roles at the company, like managing our sales organization. I no longer oversee these departments – we’ve got much more talented folks managing HR, finance, facilities, and sales now! Now I focus on our core general strategic relationships – with our board, investors, music industry publishers and labels, and streaming services like Spotify. It had become all-consuming, so recently we hired a terrific director of business and legal affairs, reporting to me – and so legal is back in my orbit.

It’s important to me that I’m not the only person reviewing deals that I’ve been instrumental in creating, because that means that I’m too close to them. I definitely want other eyes on them and it’s always been that way; it’s always a collaborative process. But I think it’s definitely possible to wear many hats responsibly. I don’t think it’s wise to have a lawyer in an ivory tower who is in some world of abstraction, weighing in. We’re all realists to the point where we know that there isn’t just an answer that exists in an abstract space for questions of risk – you need more information and you need to trust your team to be able to handle that kind of complexity, and not fear that if your lawyer is too involved in the business side of things that they’ll somehow be compromised. I think it’s really the contrary – they will be better informed and will be able to make better decisions.

We have a company value here, which is to be skeptical of experts – and really don’t devalue your own ability to figure stuff out, and think there’s a monopoly on special knowledge. The way we operate here is really not attaching any mystery to the law or to contracts – when somebody wants to get a contract signed at Genius, they read it and they negotiate it and a lawyer doesn’t touch it until the point person at Genius feels that they understand it and feels good about it. The person who is trying to make a deal knows the most about what’s important to them and the company as a whole, and there’s no reason they can’t understand what they’re agreeing to, what they’re trying to get out of it and what the scope should be. I think it’s important that folks who have specialized training ultimately backstop this stuff but, at least in my world, there’s a trend towards the broadening of engagement with things that people typically think of as the work of lawyers.

In my mind, the most important thing has always been to really be connected to the company’s mission. When you’re trying to build your company and your business and establish what you’re going to be in the world, I think it’s really important that everybody – especially the folks who are empowered to say no to things and who are trying to manage risk – really understand what the company is trying to do and value that, and are not just taking the standard nervous lawyer approach.

At Genius, we’re always trying to innovate in the products we’re creating – we’re creating new formats. Annotating lyrics was new and, more recently, we have our Song Stories product, which tells you a story about a song as you’re listening to it. The experience is inspired by the Instagram or Snapchat story experience, but is built around a song. We’re super-excited about bringing the Genius experience to streaming services and all the places people listen to music. Trying to figure out the partners and the right structure of a deal, and making it scalable, takes some amount of thinking and creativity from all sides. Our legal team is constantly forced to be creative and think about products that have never been done before.

In the digital space, so much of the innovation that’s going on is around collaboration and the creative use of content that might be coming from lots of different sources. That inevitably means figuring out how to work together with other creative people and other creative companies, and that is going to require legal organizations that are built for that, and are part of that beyond simply being lawyers reviewing contracts – it’s going to take creativity.

For a lawyer that wants to be a creative and productive presence in an in-house role, I think the more aspects of the business you can expose yourself to – for us, that means technology, music, video production – the more useful you’re going to be. For folks who are interested in emerging companies, the more entrepreneurial activities you can engage in, the more you really get a sense of what it means to try to build something from scratch, which is an invaluable experience for a lawyer.

I was one of these people who actually did not have a burning desire to become a lawyer. I was much more interested in public service, politics and policy, and I decided that I needed to go to law school so that I could have a marketable skill if a career in public service didn’t work out. But I discovered, to my surprise, that I really enjoyed the law.

I spent the first part of my legal career as a federal prosecutor. After I left that, I ended up spending several years at a law firm where I learned civil litigation. But I always harbored my love for public service and so when President Obama asked me to join his administration, it was a great honor and a privilege to go back to the Justice Department, first as the head of the Civil Division (which is the largest litigating division at the DOJ, with 1,000 lawyers) and then eventually as the third most senior official in the Department.

When I was coming to the close of my time at the DOJ, I knew a few things. I did not intend to remain in the administration to the very end, and I didn’t necessarily want to go back to a law firm. When you’re the Associate Attorney General of the United States, that’s sort of like being the general counsel of the Justice Department. There’s a set of skills and talents which are transferable to being the GC of a large company.

It’s always helpful to have the perspective of the regulators and to understand what they are trying to accomplish. I think oftentimes we find ourselves operating in stereotypes – if you’re in the public sector you have stereotypes of what you think people in the private sector are like, and vice versa. The experience of being on both sides of that line helped me to appreciate that there’s actually a lot of common ground and a real opportunity for people to reach resolutions that are mutually acceptable, but also to work together in a very collaborative way.

The other thing that was helpful was the experience of managing a large organization with many competing interests and, of course, one filled with lawyers. Being able to figure out how I could be most effective in that environment was extremely helpful when I became the general counsel of PepsiCo. And it’s extremely helpful to me now.

The learning curve at PepsiCo was steep, because I had never been in-house before. I had never been a business partner before. That made it critical that I immediately learned the business as best I could – and that’s exactly what I did. I got very granular, talking to business leaders and business colleagues throughout the company.

There’s no substitute for really learning the business, because your value as a lawyer to your business colleagues is enhanced when you really understand the problems they’re dealing with from their point of view. I think it helps you to come up with more creative solutions, and it helps you to give them advice that is actionable and useful.

That’s exactly what I’m doing at Uber – spending a lot of time with my team, the business teams, and spending a lot of time in the field, in markets like Latin America, which is currently our fastest growing market.

The greatest thing about Uber is that this is a company that is like no other. It offers a job or an economic opportunity to more people around the world than any other company on the planet. That is an amazing reach. This business model is so robust, it is so widespread, it has its reach in so many corners of the world, that you become very aware of the public trust that you have – because so many people rely on your platform to either move themselves or their loved ones from A to B and so many people rely on this platform for economic opportunity. So many cities are increasingly relying on the data we have on our platform to help them make better planning decisions so they can become more sustainable places for their citizens to live and work. To be a part of that, to be an engine for that, and to be able to advise on the development of that is extraordinarily exciting.

The other thing that’s really extraordinary about this place if you’re a lawyer, is that you work on issues which, if they get themselves into the court system, almost inevitably become issues of first impression. It means you are forging the law, you are on the cutting edge of creating a legal framework for the gig economy – and for a lawyer, that is an incredibly exciting environment to work in.

One of the things that being at a company like Uber forces you to do is to look at the existing paradigm, the existing legal framework, and then think very creatively and innovatively about ways in which you can address the basic values that that framework is trying to protect and do it in a way that actually fits the reality of how people live and work.

For instance, something that’s at the heart of our business model is the independent contractor model – the question of whether Uber is an employer of drivers or whether those drivers are independent contractors. We’re all operating within a framework that was constructed for very good reason over a century ago, and the question – can we preserve the values that framework is seeking to protect, creating a safety net for individuals when they change jobs or decide to move to a work environment that allows them to value their time and their freedom and liberty and flexibility? – can’t be a false choice between flexibility and having an array of benefits or a safety net that will help people retire with dignity, that will protect them when they get sick. Being a part of really pushing that conversation and creating a new legal paradigm that fits today’s reality and today’s economy – being a lawyer at Uber gives you the opportunity to play a very significant role in that.

One of the things I’m most proud of here at Uber is that we were able to resolve what was our biggest private litigation, the Waymo case, so quickly. I think the fact that we were able to resolve that and the way we were able to do it not only demonstrates that we’re serious about turning the page on the way things operated and that we are serious about striking a new tone, but I think it also creates a path to greater collaboration and co-operation with a company that, just a month ago, was a big adversary.

One of the things I’m most proud of at PepsiCo is that we were able to really enhance our position as an ethical business leader while I was there. I’m excited about bringing some of the innovations and approaches that we developed when it comes to compliance, ethical leadership and integrity in the way that we do business from PepsiCo to Uber.

The other thing I’m proud about at PepsiCo is the work we did to enhance diversity in the legal profession. We were able to create incredibly diverse legal teams, because we know that when we bring diverse voices around the decision-making table we can make better business decisions, and I look forward to doing that here.

Particularly in technology companies, like this one, where there’s a premium placed on innovation and on speed, the general counsel role is extremely important. I always focus on the ‘counsel’ part. You cannot come to this role and think of yourself as a lawyer. You have to think of yourself as a counselor and partner who can provide legal advice – but also general counsel to your business partner on legal, business, policy and reputational issues.

I don’t think Dara [Khosrowshahi, CEO at Uber] has ever asked me what’s the law on this, or what’s the law on that. He needs to know my judgement and my approach – and that will be informed by my legal judgement, but what he’s looking for is counsel. That is really what I want all of my lawyers in the legal department to begin to think of themselves as – they are business partners who need to give sound counsel to their business colleagues – and if someone is interested in this role, that’s what they have to prepare themselves to do.

I worked for nine years with Ashurst (formerly Blake Dawson, and Blake Dawson Waldron before that when I joined in 2004) in Sydney, Australia. I spent the first year thinking I wanted to be an IP/IT lawyer, and I was actually contemplating leaving the law to study engineering. But I had a wonderful mentor who said to me, ‘The law is a big place, Aimie. There is a space for you here, you’re just not in the right pond.’ She helped me navigate moving within the firm – notwithstanding that was outside the usual process – and I spent some time in the banking and finance team. As soon as I got there, I was in my pond and I loved what I did. I spent the next eight or so years as a transactional banking and finance lawyer.

I went on secondment a couple of times – at RBS, Perpetual Trustees and Qantas – and each time I decided in-house wasn’t for me. I liked the purity of what I was doing, I liked the breadth of the work, and I worked for lots of partners. But then I got involved in a transaction in which Canadian ATM owner DirectCash Payments Inc was acquiring Customers Ltd, a publicly-listed company in Australia. The CEO at DirectCash was a very interesting character – I thought he was quite different in the way that he came at problems from quite obtuse angles. I spent 12 months working for him in private practice following the transaction, and then he asked me to work for him. I thought I could learn a lot from working directly with him, and that’s how I came to end up working in-house.

DirectCash was acquired by Cardtronics, and I fully expected that at the end of that process I’d be going home to Australia to find a job. But I got a phone call from the CEO of Cardtronics after we had signed the deal, and he said, ‘I’d like you to think about becoming our GC’. I think the most flattering place to be hired is from the opposite side of the table, and that is what happened. Cardtronics is a Nasdaq-listed plc and I’m an Australian-qualified lawyer, so it was something I thought long and hard about. I’ve never been one to shy away from a challenge, so I ultimately thought: why not?

I’m not qualified to advise on US, Canadian or UK law, so I have outside counsel and teams of local lawyers in the UK, the US, Australia and Canada. And to be candid, in the general counsel role, you can never be an expert. Somebody asked me once, ‘Why do you think the title is general counsel?’ And I said, ‘Because I spend my day counseling people generally!’ Really it’s about putting together the experts with the business when and where it’s needed.

When I first went in-house, I went from being an expert in everything related to debt financing and knowing all the market trends, to being asked questions about employment law and occupational health and safety that were completely outside my expertise set – businesses are dynamic, and there are a broad range of issues that cross your desk every day.

I very quickly realized that you have to get comfortable with no longer being an expert, and you’re going to know a little about a lot, instead of a lot about a little. I think to be successful in the GC role, you’ve got to be adaptable and you’ve got be prepared to think about things in ways you might not have contemplated before. You have your external firms to help you, but ultimately the business thinking around the risk has to come from you, so I think that adaptability is the core trait for successful GCs.

But it did take me a little bit of time to get to that place. As a banking and finance lawyer, I would feel like I had let someone down if I couldn’t give them the answer, because I’m supposed to be the expert in that field. But you can never have all the answers when you’re in-house. I carried a bag of insecurity around for the 12 months or so following the move in-house, and it took sitting down with the CEO I was working for and him saying to me, ‘You’ve got to check that bag – you don’t need to carry it around with you. We know you won’t have the answers immediately and the sooner you get comfortable with that, the better you will be.’ And really from that conversation forward, I checked that bag every day at the door, and trusted my judgement. Now I really enjoy getting the practical problems from the business and helping them try and solve those.

One of my proudest professional moments was when we announced the acquisition of CashCard by DirectCash in Australia on what was Friday Canadian time, Saturday Australian time, and DirectCash to Cardtronics before markets opened on the Monday. What seemed like an impossibility had become a reality. It took an enormous amount of effort from a very talented team, and was the culmination of a long sale process on the DirectCash side and acquisition process on the CashCard side. The difficult thing about being in a sale process is that you never know if the sale is going to go through, so you have to run the business and do the right thing for shareholders irrespective of what’s going on with that process, but you’re always mindful of it. That was a really interesting professional experience to have, especially as I had a daughter who was between one and two years old at that time, and I was flying around the world with her and my husband, trying to keep two sensitive transactions confidential.

I’m now in the process of building a team of internal lawyers who want to get their hands dirty on the work and don’t want to push everything externally. It’s very important that we know our business because our externals will only do as a good a job as the instructions that we give them. As an in-house team, if a matter has got business elements attached to it, you are the expert. If you engage with that mindset, the externals can help you produce a document which works. If you give something to an external without that context and without that input, you end up with poor outcomes. You’ve got to have a team of internal lawyers who want to get across the detail and understand the business drivers and business levers so that they can articulate what is it we as a business are trying to achieve in the context of the ask.

I wouldn’t say we have a formal panel of externals – I’ve just started recalibrating. The Cardtronics use of externals was very haphazard; there was no rhyme nor reason to it, so we’re going through a process of rationalizing who our externals are. But it’s not a hard and fast set of rules about who we can and can’t use.

In terms of innovation, my personal view is that you inherently need a person’s brain to run around all the various rabbit holes, and I’m not sure that you can really get to a place where that’s replaced by AI. I don’t think you can replace the lawyer in the dialogue when you’re sat around trying to figure out how the business can structure something which is efficient, compliant and workable from a business perspective.

That said, there are things that make our lives a lot easier. I’m in the process of getting a cloud-based document management system implemented. The expectations of the business are that the legal team produces high-quality documents, we have version control, and without a proper tool it’s very difficult to do that when you’re working in and across teams within the business.

We’re going to standardize as much of our business process as we can, including documentation, so that we can partner with the business to say, ‘Let us build a tool for you, but once we give it to you, we need you to work within its parameters; we’re not going to customize for every deal that we do.’ We need to have a legal team that can spend its time on the more complicated things and the more standardized business-as-usual deals get done on standard, approved paper.

But I’m a paper girl. I like to talk to people and I don’t like email, I prefer conversations over electronic dialogue, so I’m old-fashioned in that sense. I want my people more engaged with the business: talking to the business leaders, being on the calls, understanding what’s coming, being ahead of the ball rather than being reactive. Quite a lot of business incubates, so if we know that it’s incubating, we can be ahead of that curve. But you can only be ahead of that curve if you get out of your office, understand who the key business drivers and dealmakers are and get engaged with them so that you know what’s coming.

I have always been attracted to public service. A number of my colleagues from my time at Gibson Dunn had gone on to serve as solicitors general in state attorneys general’s offices. Those offices provide unparalleled opportunities, such as the chance to argue appeals and challenge areas in which the federal government has exceeded its powers and placed onerous regulatory requirements on the state. So I was very grateful to have been offered the opportunity to work in the West Virginia solicitor general’s office.

In 2017, I became the general counsel of the FCC. I’m primarily responsible for two components – reviewing Commission rules and orders to ensure they are legally sustainable, and defending those actions in court. I also oversee units that deal with fraud and bankruptcy issues, as well as various internal issues like employment matters. In West Virginia, I supervised four or five attorneys at any given time. Now, I oversee a team of more than 70 lawyers, so I’ve had to focus a lot more on learning how best to allocate my time, how best to delegate, and who are the best people to delegate various issues to.

I came into this position with very much a generalist understanding of administrative law and appellate law. And while I had done some communications work in the past, I definitely rely on staff to brief me on particular areas that require a lot of technical or substantive expertise. But one benefit of bringing a generalist perspective is that I’m in a good place to understand what sorts of questions and issues a judge might have and how they will approach reviewing a particular Commission action, and to ensure that what we’re doing is likely to be upheld in court.

I think the first few weeks in the role were probably the most challenging – you really inherit a whole world when you come into a federal agency, and so the early days are occupied with learning new names, learning people’s responsibilities, and learning the various practices and processes at the agency. Once you’ve had some time to reflect on that, then you can start to think constructively about what’s working, what’s not working, what you’d like to change and what you’d like to improve.

Along with one of the new deputies that came in with me, I spent a lot of our early weeks scheduling meetings, both with different team leaders from the office of the general counsel, as well as with our stakeholders in the agency. That meant they could put a face to a name and we could show that we could learn about what they were doing and also how we could improve the relationships between the office of the general counsel and other offices within the agency. We have tried to create an open door policy so that folks who have pressing issues can come to us directly. That’s the way in which we tried to immerse and integrate ourselves early on.

Oftentimes, the perception of a general counsel, whether it be in a federal agency or in the private sector, is of someone who has the unfortunate responsibility to say no a lot of the time, and that person takes on a reputation for impeding progress within an organization. I think that a GC certainly needs to be aware of the legal prohibitions, and there may be times when they need to say no, but that person should also think of themselves as a facilitator, to help further the agency’s mission consistent with the law. In the gray areas, the general counsel needs to be clear in articulating what the various legal risks are, but to also help the organization achieve its objectives.

Unlike in the private sector, we don’t have the option of using outside counsel to represent us for particularly challenging or time-intensive matters. That’s part of the challenge, but it’s also part of what makes the job exciting. At the FCC, we have our own in-house litigation division, so that’s different from some agencies, who rely exclusively on the Department of Justice to handle the cases that end up winding their way to court. It allows us to be more holistic in how we approach legal problems, evaluating at the outset whether the rules or the orders that we’re adopting are easily sustainable – with one eye towards what sort of arguments we can make if they are challenged in court.

Another consideration is that attorneys in private practice divide their time amongst multiple clients, but when you work for the government, your client is ultimately the people. This means there’s much more focus on how the positions you’re taking will serve the public interest as a whole – not only in the case in front of you, but also long after you’ve left office.

One benefit of being in a management position working for the state is that it allowed me to be a lot more entrepreneurial. The attorney general was very receptive to attorneys coming up with ideas of how best to further the state’s interest, even if that meant initiating a law suit in federal court to challenge federal rules as unlawful. Because we had a lot of authority and ability to think of creative solutions, there was also a lot of trying to stay on top of legal and political developments in the news and trying to ascertain how we could best further the agenda of helping the people of the state when the federal government passed a rule that could adversely affect their interests.

Another thing a general counsel in federal government can do is focus on institutional issues that will affect the agency – not only in your time – but also in the future. There are some perennial issues that agencies encounter, like: how do we fund our programs and activities, how do we manage documents and data collection preservation? While these are not issues that take up a majority of my time, they are mission critical, so they are opportunities to think through how to set processes and procedures in place that will be consistent with both our legal obligations but also introduce efficiencies into the organization so that future people who come into my position will benefit.

Looking ahead, the increasing complexity of the modern administrative state will mean that general counsel are going to need to be much more interdisciplinary and also conscious of what their counterparts are doing in other agencies. There are a lot of areas where agencies share jurisdiction, where jurisdictions overlap, where consultation is required by law, or where review is necessary before action can be taken. So it’s increasingly important for general counsel to know what those requirements are, who to call at other agencies to get things done, and who the different stakeholders in the process are.

I also think that keeping on top of technological developments is going to be important. The tools that lawyers are using to do their work are constantly evolving, and the role that social media is playing in government messaging is evolving. And in the private sector, with respect to a lot of the entities we regulate, oftentimes the law may not evolve quickly enough to catch up with technological change. These factors are going to present challenges for lawyers to exercise good judgement in determining how existing laws apply to new technological developments and unforeseen situations. The answer in a lot of these cases will be for the federal government to get out of the way of competition and technological developments that are occurring.

There are two pieces of advice that I would like to give other attorneys.

The first is to be flexible in your career path and open to taking risks when a new opportunity comes your way that excites you. I would never have believed it if you had told me a few years ago that I would be deputy solicitor general of West Virginia, and then general counsel of the FCC, but those opportunities have been both a really enjoyable and rewarding experience, and I would encourage other lawyers to do the same.

The second is that it’s really important to cultivate a reputation for integrity and excellence among your peers starting in law school, because those are the people who one day are going to be in a position to speak to your character and your qualifications if the right opportunity comes along.

I graduated law school during the dotcom boom and quickly determined that I wanted to be part of that excitement. But by the time I got to Silicon Valley, it was 2001 and the bubble was crashing. I landed on my feet in 2005 at DLA Piper, where I spent almost half of my career, culminating in a partnership in the corporate group. While at DLA, my practice focused primarily on representing public companies in SEC reporting and corporate governance matters, and M&A and capital markets transactions.

Early on, I had a sense of wanting to go in-house: I viewed an in-house role as being more than a transactional lawyer; you delved deeper into the business and the position required you to become more practical and solutions-oriented, more of a decision-maker, in my mind. I secured my first in-house position at Caesars Entertainment, which was the perfect transition for me. Caesars’ global legal department was comprised of many lawyers from large law firms and had a general counsel with a strong presence and sense of team and practicality. While at Caesars, I practiced primarily in areas in which I was most comfortable, including SEC reporting, corporate governance, and capital markets (equity and debt) and M&A transactions. I worked closely with the finance and treasury departments, advising them on legal issues relating to Caesars’ more than $20bn of debt, and advised Caesars Interactive Entertainment on various corporate matters and acquisitions. At the same time, I was able to learn how in-house practice differs from that of a law firm.

Next, I was presented with the opportunity to become deputy general counsel at Everi Holdings. Going from a large company to a smaller one presented new learning experiences for me. I became much more intimately involved with the board and senior management and had to deal with a much broader set of legal and business issues. I was also directly responsible for managing more people, including lawyers and non-lawyers. In addition to advising the board and senior management directly on issues with which I was intimately familiar, such as SEC reporting, corporate governance, and debt-related legal issues, I also played a large role in managing litigation and advising the company on issues relating to human resources, intellectual property, and customer and vendor contracts. My role at Everi also allowed me to work with senior management to implement and improve various business processes throughout the company.

In early 2016, just as I was getting married, I received a call from DLA, offering me the opportunity to return to the Washington DC area as a partner in their corporate practice. I accepted the partnership and the chance to return to my home state of Maryland. While my return to DLA presented me with a plethora of challenging and complex legal issues in a short period of time (including representing a private-equity backed company in a $400m raise, immediately followed by a $500m IPO and a $3bn refinancing of the company’s debt), my law firm experience was exactly as I recalled. With my first baby on the way, maintaining the ever-elusive work-life balance was even more difficult. On top of that, I yearned to re-embrace the different challenges provided by an in-house role. The opportunity at Live Ventures allowed my family to return to Las Vegas and was exactly what I was seeking – a general counsel role with a small-but-growing public company.

Live Ventures is a public holding company that operates multiple businesses in different industries, including two retailers (Vintage Stock and ApplianceSmart) and a carpet manufacturer (Marquis Industries). Understanding a company’s business is crucial to any in-house role, and Live has three of them. Our subsidiaries operate independently and often with wide latitude, so the biggest challenge is integrating myself with senior management, both here at corporate and with our operating companies. I need to ensure that the business people know that I’m here to help and advise in any way I can, including navigating the challenges of being part of a growing public company.

For those considering going in-house, I suggest that you round out your legal skillset. At a firm like DLA, you’re focused on mergers and acquisitions or capital markets transactions, for example, and if you have an issue regarding a commercial lease, you reach out to a real estate colleague. At Live, I’ve worked on more commercial real estate leases in the past few months than I had in my entire career. So if you’re at a large law firm, it’s really about trying to find that odd project, embrace it, and try and use it to your advantage to learn something new. I know it’s challenging with the way larger firms are structured, but I think that broader skillsets translate better for in-house positions.

The other challenge, particularly for the general counsel role, is learning how to manage people – both up and down the organization chart. It’s not something they teach you in law school or at a law firm, but soft skills play a much larger role in-house than they do as outside counsel. Oftentimes, for me, applying appropriate soft skills presents the most challenging part of the role. You can’t talk to HR the same way you talk to opposing counsel, or the same way you talk to your own outside counsel, or the same way you speak to your CEO and CFO.

Also, ivory-tower-thinking doesn’t have a role in-house. It’s almost as if you’re apologizing to a business person, and saying, ‘Look, I’m sorry we’re talking about this in this manner but unfortunately we are talking about a theoretical legal issue here, and this is something that may come up down the road depending on what direction the company takes.’

Law school teaches you how to analyze issues, research, and write memos, but there’s very little practical training. Law firms provide some of that practical training – teaching you how to draft documents and negotiate, for example. In-house practice is very different from firm practice – you must be practical and find solutions; you are an adviser of risk and counselor to the business team. A lot of outside counsel claim they are practical and business-oriented, but the reality is the business team does not want to be negotiating every word and obscure provision where there is little risk. Finally, you must be able to communicate in a crisp and precise manner, using language the business team understands. Long emails and memos are not going to make you a successful in-house lawyer.

At Live Ventures, we don’t have a panel. Selection of outside counsel is relationship-driven: relationships developed by senior management, the board and myself. I learned a long time ago that you hire the lawyer, not the firm. A firm may have a great reputation, but if the lawyer’s not practical and helpful and is unable to communicate in a concise manner, then the firm’s reputation doesn’t matter. It always amazes me that lawyers think they are building relationships by billing their clients .1, .1, .1 every time they touch a matter. I see those bills and cringe, because that tells me that the outside counsel does not view us as a collaborative partner – we are simply a revenue source. Alternative fee arrangements are something we now look at on every new project – and we expect our legal counsel to do the same.

I believe companies that can continue to bring work in-house will do so (although some companies have taken steps in the opposite direction). I think the larger, elite law firms are appropriate for larger, more complex companies, and bet-the-company transactions regardless of a company’s size. But those of us working in smaller, budget-conscious companies who come from a sophisticated outside counsel practice can leverage our own expertise in-house and our own relationships. Elite firms serve a purpose, but I think there are plenty of lawyers who have previously practiced at those firms, yet bring the same capabilities and quality advice at a much better rate; these are the lawyers we seek out.

I think there are a lot of lawyers who have a vision of their career when they first start out, but I was not one of them. I didn’t have a plan to become a general counsel, for example. I simply had the good fortune of meeting the right people at the right time and being open to new challenges. My career path has been about the people that I’ve met who have been my advocates and promoters along the way.

I started my career clerking for a judge who is now the US Senate Majority Whip, John Cornyn. He was someone who really valued his staff’s views and insights, and I wanted to be a courtroom lawyer in front of judges who respected me like the judge I worked for did.

But as I said, my path has been about the people I’ve met along the way. It was for its people that I chose to go to Southwest Airlines to be head of litigation. Southwest is an airline that was founded by a lawyer (Herb Kelleher) who made it his mission to ‘democratize the skies’ in the US – to make it possible for everybody to be able to fly. I was fortunate to have been a part of that for over nine years.

The opportunity at Spirit AeroSystems arose, and again it was due to a prior relationship – somebody I worked for in the past recommended me for the job. Spirit was an opportunity to go from an airline to an air structures manufacturer, getting to be a part of a global business with operations in the UK, France and Malaysia, as well as multiple places in the US.

To come to the general counsel role was a big leap for me, and I was fortunate that in the past I had had a very diverse litigation practice that included, for example, corporate governance issues. Also, in private practice, I had worked as part of the defence team for CEO Kenneth Lay in the Enron litigation in the US, which was, of course, a huge changer of basic corporate governance tenets. At Southwest Airlines, I also got to do a lot of regulatory oversight, corporate investigations and the integration of another airline. All of those things were very helpful for prepping me for being GC, at least in terms of the legal role.

But the biggest leap was the business, and going from an airline, which is essentially customer service, to aerospace and defence manufacturing. That was an enormous learning curve, and remains so. I read everything I could get my hands on before I got here about the industry. There were people within Spirit who I reached out to, to learn what we do and how we do it – for example, taking tours of our manufacturing facilities, walking through the plant floor to see what we make and talking to the people who make these aircraft structures, and also spending time digging in with our corporate controller to learn the very different financial and accounting aspects of a manufacturing business versus an airline.

At the time, the best advice I could have given myself is that I don’t have to learn everything today. In the first few months I was here, I felt that I needed to know everything right away and, in all of the work that I did trying to learn as much as I could, I neglected myself. Have a plan for all the learning that you need to do, but make sure you are making time to sleep. Taking the job meant moving my whole family to a new city. I have children, and I did not sufficiently take into account what that transition would be like for us on a personal level. So I think you have to learn that you don’t have to know it all on the first day. Have your plan and make sure you take care of yourself in the process.

The things that I find most rewarding really centre around people that I’ve had the privilege to lead who have gone on to do tremendous things in their careers or try new challenges. I’ve been most proud of the teams that I’ve put together and the smart people on those teams. On the flip side of that, the most challenging moments have been ‘people moments’ – learning how to adapt and work with people who don’t operate with the same core principles and values as I do. It’s really tough to stand on an island alone, but sometimes you have to do it. At Spirit, we’ve just begun the journey of shifting our culture and our values, so those most challenging moments are learning that not everybody yet has bought into those core values and principles, and having to learn how to influence people to get on board.

Fortunately, the single most valuable thing that contributed to my view of leadership was the leadership program that I went through at Southwest Airlines. I was actually the first lawyer to go through it, and it taught me the importance of having a core set of principles and values and instilling them in people across your business, so that everybody is operating from the same set of guidelines in making their business decisions. I think that’s no different from understanding your company’s risk appetite or strategy – if you don’t know what those things are, you don’t know the framework for the decisions that you need to make.

Since I’ve been here, I have expanded my leadership to our compliance team, I have taken on our global contracts team, and I will be taking on the information security team – the chief information security officer we’ve just hired will report to me. As you see the general counsel role expanding to really influence business strategy, I think it will also expand to have more leadership of some of these non-legal areas because of the interconnectedness of them. Most businesses will benefit from a general counsel who has some oversight and an intimate involvement with all those other foundational elements of the business.

There are other things throughout my career that helped prepare me for my job at Spirit. I had stepped into my role at Southwest Airlines at a time when e-discovery was just coming into effect, and so I was able to be pretty innovative in the leadership there in getting us to a sophisticated state in our litigation practice. Coming to Spirit, I would say I’m bringing innovation, but it’s not new things; all of the things that I did at Southwest I’m bringing here now. Spirit just hadn’t had the opportunity or the need to get current in the same way.

For example, I have started doing something that’s pretty common in our industry, but wasn’t common at Spirit, which is unbundling the legal services. We’re not hiring law firms for every aspect of a litigation matter or due diligence, for instance, because there are non-traditional legal service providers that you can couple with a law firm, which are a lot more cost-effective. We’re bringing in things like technology-assisted review and artificial intelligence, which started in e-discovery and now we’re expanding over into revamping our contracts management. If you can use tools like AI to help you gather more information about your state of compliance and contracts management, then you’re going to equip your lawyers to deliver much more efficient and practical legal advice.

I think this represents a broader trend. I’m surprised we still have as many very large law firms as we have. At Spirit, we do hire large multinational law firms, but I am personally a fan of smaller practices that I think deliver better value for the client, depending on the matter. There are times when you need a firm with a global presence, but I continue to believe that we’re going to see more boutique-style law firms that really understand their clients’ need for practical advice that furthers their business goal. And I really think we’re going to see more service providers in this area where we’ve unbundled various things. There are companies that are not law firms, but which have lawyers you can use on a project basis with your law firm partners on matters – sort of an ‘à la carte’ menu where you can piece together what you need. More law firms will, I hope, start to see the benefit of partnering with those non-traditional service providers.

I joined Mastercard in 2000 and initially spent seven years in our law department. Then, I spent seven years or so in a series of business roles – I was chief of staff to our chief operating officer doing strategic work, financial planning and sales planning. It was a senior staff role, which is often how lawyers can move effectively from the legal function to the business side. From there, I went to run our North America markets, and for the first time I had a P&L and actual account responsibility, which is a bracing challenge for anybody, but particularly somebody coming from a legal background. Because I was deep in that market and understood some of our challenges, I was asked to take on the role of chief product officer, which tested me in a whole new way.

One of the strengths of Mastercard’s culture is that it seeks to move people around and give them diverse responsibilities, and I really was the beneficiary of that. I joke that I was qualified for exactly none of the jobs I had except for the first one! And in a strange way, all that moving around made me better qualified to be the general counsel.

So, coming back into a legal role did not feel like a significant leap, because I had both wide-ranging previous experience in legal and risk management, as well as having spent seven years with a lot of access to the board of directors and helping to drive the company’s business strategy. In the product organization I had been given the opportunity to manage a relatively large team, and so the opportunity to come back into the law organization and drive a focused transformation agenda was very exciting.

It goes without saying that in the GC role you need to really make sure you put on your risk management hat. That isn’t to say that I didn’t feel accountable for risk management in my business roles, but there’s a special accountability here, and trying to be intentional about flexing that muscle, consulting widely with people and using my business experience to advise on legal risk was a key part of my initial agenda as GC. These were all an important part of coming back in to the law department.

One of the things that I’ve found is that as in-house lawyers, we need to always be selling, meaning that we can’t take for granted that our colleagues understand or appreciate the critical work we do. Business people tend to communicate simply and crisply, whereas lawyers can, at times, go on forever. Just being able to talk to my own legal teams about things like simplicity of communication, managing to metrics and leaning into the company’s strategy has been a pleasure to bring to the department. You need to tell your colleagues it’s a priority: you need to get their buy-in and acknowledgement, so when you are successful it doesn’t look like a random walk, it looks like very important strategic work, which it in fact is. That is so foundational, but it so often doesn’t happen. In-house lawyers need to be selling their services and their value.

We’ve really worked hard on a metrics-based scorecard of things we wanted to achieve – some strategic and some tactical. It is such a natural instinct for business leaders – every business leader manages to a P&L or some sort of balanced scorecard of hard numeric metrics. For lawyers, on the other hand, it is really hard, and a lot resist it. But at the end of the day, if you push hard enough, I think every legal function can find a metrics-based scorecard to measure themselves. That’s really powerful because it speaks the language of business, and it’s a great way of demonstrating value to your board, your CEO and others.

We are shifting a significant portion of our work from lawyers to a shared service function with our finance team. Now, at Mastercard, if you do a non-disclosure agreement with us, it’s done by staff in the shared service function, and that shared service function has all sorts of automation and it tracks – in a very rich way – timelines and response rates and so on. It has allowed us to use knowledge in entirely different ways. We are revamping all of our customer-onboarding systems to make them much more digital- and user-friendly, we’re bringing mobile-based solutions to all compliance requirements, and we’re really trying to show up as a mobile first, digital savvy organization. If Mastercard is going to grow 10, 15%, I want to be able to support that growth, but at the same time grow our expenses only by a very small fraction of that 10, 15%.

In a legal department, it’s very easy to revert to: I’m a service organization and I will do what the business brings me. That’s reactive. We have a critical role in driving company strategy: understanding that strategy, figuring out the components of it, influencing it, and finding ways for legal and policy and other things to not only enable the strategy, but to advance it.

‘I’ll give you an example. We’re increasingly seeing that good privacy policies are a competitive differentiator. In light of GDPR, my legal team has created a groundbreaking venture called Trūata – which is a method of anonymising data so that it can be used appropriately while protecting consumer privacy, consistent with the new regulations. It came about because lawyers went to the business and said, ‘Look, we have to do this but, by the way, we can get a competitive advantage if we do it well. Let’s drive this thing.’ This is an example of how, if you’re just an order-taker, marking up contracts, then you’re not doing all that you can do.

I think that there is growing demand for the GC to be a trusted adviser to boards. The GC must be the keeper and the guardian of the company’s ethics and its culture, including in areas well beyond its traditional remit. Being part of those conversations, always doing the right thing and absolutely insisting on good ethics and compliance are so important. We’ve seen how incredibly destructive some of these divisive cultural issues can be if they’re not managed the right way.

It’s really hard to overestimate how much time and effort goes into board and governance issues. That continues to surprise me, even four years into the role. Getting the narratives right to the board, not just on my own things, but helping the company do that well overall so that we have effective meetings and get to good conversations – boy, it’s time consuming. You’ve got to make sure you’re resourcing for it, because it can take over your role.

In my job, I could do nothing but government outreach and it still would be really hard to cover everything I need to. This aspect of the job is that important and demanding. Given the choppy geopolitical waters, it has never been more important to make sure you’re not just stuck in the office, but you’re out there talking to governments and stakeholders, you’re advocating and being an ambassador for the firm. The reality is that there are only a few people in an organization who can really get top engagement, and demands on GCs are increasingly high as a result.

In terms of the role of the GC going forward, I do think new skills may be needed on the external ambassadorship side. If you can give a good speech in a TED Talks style in front of 200 economists in a leading country and come off as pretty compelling, you’re adding value to your firm. The best skill you can ever get anywhere in life is public speaking. It’s not rocket science; being comfortable in a public role can be learned.

The world is going through enormous change, not just in technology, but also geopolitics. For multinational firms, from a regulatory and public policy standpoint, the future is going to be harder. Norms that have been around since the Second World War are really changing: Alliances are fracturing, we’re seeing trade issues; we’re seeing nationalism on the rise; prevalent data privacy issues. Societies are looking for private companies to take positions on social issues that are enormously complicated. So the job is harder than it’s been because of those things and I think we need new models and approaches to addressing them. Trying to do it alone isn’t likely to be successful. Being a GC, not in a steady state, or even in a growth state with known paradigms, but in a state where all the paradigms are being thrown up is difficult, and we need to do more work on our tools.

I think that coming from an in-house role to the GC position is an easier transition than going directly from being a partner in a law firm, because the role is so different. Being the outside lawyer, you don’t have the perspective of the consigliere. Although folks can obviously be successful that way, I think that’s a bigger jump.

I would have loved to work in more industry sectors! But I think the unique thing about entertainment is that once you’ve started down that road, if you try to interview outside of the industry, there’s a lot of scepticism. People wonder why – it’s a desirable, sexy industry and people are more often trying to break into it rather than break out of it.

I have loved the job since I’ve been here because of the variety that it presents. One day I’m working on an FCC filing, the next day it’s a shareholder litigation, the next day it’s a big contract with our biggest licensing partner. I also like the opportunity to really feel like you are making an impact at the highest levels on the direction of the company – that’s something I hadn’t experienced before I became general counsel.

Just as I was starting the job, Starz went through something that was pretty unprecedented for the company – it was dropped from one of its distributors. Going through that entailed a lot of regulatory and political work, as well as transactional negotiations that was a huge challenge for me and for the rest of the company. Coming out of it with a deal was something that I’m proud we were able to achieve.

The general counsel position is in essence a generalist role. You’re not just the transactional lawyer, you’re also looking at litigation, regulatory issues, political issues, all of those things, and I don’t know that it’s very easy to get that experience prior to taking on the role. I was primarily a transactional lawyer – IP and entertainment – so I had done the corporate M&A stuff, the securities stuff, and also done IP and entertainment licensing and distribution, but I hadn’t done litigation. I had been involved, but I wasn’t the one leading litigation. I hadn’t done production work to the extent that I’m now responsible for. The best preparation you can do is to get involved in a lot of different things and try to get the broadest experience as you can. Even as a transactional lawyer, I would support litigation, which was useful experience.

When I was at Sony, I had been doing a certain type of entertainment work; I was good at it and it was my area of expertise. But after five plus years of doing that, I obviously wasn’t learning as much – it was like the back of my hand. I was looking around at other opportunities within the company and somebody advised me to consider another area in order to get experience I didn’t have. My response was: ‘Yeah, I’d be willing to try that, but I wouldn’t want to give up what I have now.’ I wanted to take on new things, but I didn’t want to let go of what I had.

The person wisely said: ‘You already know that stuff, it’s on your résumé, nobody can take that away from you. Everybody will know that you are an expert in that stuff after having done it for five or six years, so it’s ok for you to let that go in order to take on other responsibilities – and it will be better for your career growth.’ He really encouraged me to let go and make room for new things, and I thought that was really great advice. As soon as you’ve mastered something, it’s time to move on and get some other experience.

I’ve always told my teams, whether it was at Sony Pictures, Lionsgate or at Starz, that we need to advise the business not just from a legal standpoint, but from a strategic standpoint. When you think about a contract, the parts that are purely legal are all pretty boilerplate and a very small part. Our role is to bring up all of the concerning business points that might come up in a contract: does it really make sense for this agreement to be non-exclusive, does that fit with our strategy? Does it make sense for this to be a long-term deal? Maybe we want more flexibility to do this other thing next year? It’s really advising on the business strategy and what you see coming up in the future to help them achieve their business goals. I feel like I’ve been doing that since I started being a business lawyer and this is just a little bit more official now that I am general counsel.

I’d like to think that there was a move towards having more women in the GC role. I don’t know if I would say that mentoring and nurturing of diverse attorneys is increasing in the entertainment industry, but the Weinstein scandal may bring on some change. Maybe it will make women feel a little bit more emboldened to speak out about the need for diversity in the workplace – they can now point to that, so it doesn’t have to be so personal. Companies are letting go of people for all sorts of reasons related to the Weinstein issue, and it’s exciting to see that change is happening. I don’t know if it’s going to be sustainable, but there’s definitely more awareness and sensitivity than there ever has been before.